Showing posts with label Primal Business. Show all posts
Showing posts with label Primal Business. Show all posts

Sunday, 10 March 2013

Sustainable Business Models: what can change?


The book “Intrinsic Sustainable Development: epistemes, science, business and sustainability” (Birkin & Polesie 2011) is about the impact of an emerging episteme upon ourselves, society and business. Basically an episteme is what makes knowledge possible. It can seem disturbing, even frightening, to think that our world – our whole world – can change because of a change in the possibility of knowledge. But other people see this as liberating: an exciting opportunity to venture forth into new unexplored territories just as the explorers of old.

But consider too that the world does change for individuals and groups in accepted ways. Although PR does not subscribe to any revealed religious orthodoxy, consider how the members of a religious groups, even the humbling Methodists, may regard themselves as “reborn”, “renewed” or “saved” when they accept the Faith for this brings with it a new episteme – a new possibility for knowledge; caused in this case by the recognition that we live in a God-made world. In a way, Buddhism owes its whole existence to overcoming whatever “episteme” makes knowledge possible in an individual’s life – the Buddhist seeking enlightenment and freedom from this world is doing nothing less than overcoming the episteme by means of which a world is brought into existence. Finally, every page of the holy book of Islam, the Koran, exhorts followers to “know yourself” – excellent advice and you can think of this as getting to know the knowledge that that has created our view of ourselves and the world.

But you may ask what has this got to do with business?

Sunday, 6 January 2013

The Accountant’s Economic Revolution # 02


“We need a Revolution of Capitalism to balance return on financial, natural and social capital.” So said Peter Bakker at the Prince's Accounting for Sustainability Forum at St. James’s Palace on December 19, 2012.

 

 

Peter is the president of the World Business Council for Sustainable Development (WBCSD) and a widely experienced business man from the Netherlands – find out more about Peter.

 

In his speech, Peter told us that if we are to have a future then business and accounting needs to change. In spite of all the business and accounting initiatives so far implemented, there has been nothing like enough progress. 

 

The Global Accounting Revolutionary Group

Peter made these points in contribution to the Accountant’s Economic Revolution:

 

#1 - Business as usual is not an option for a future-proofed economy. Too many business models and strategies are dependent on the notion that current economic principles and capitalism are static.  This is naïve. 

 

#2 - The conventional model for capitalism is found wanting in terms of the benefits to the majority of society, the impact on the planet, and even in terms of continued economic prosperity. 

 

#3 - Capitalism requires a new operating system, and needs to be re-booted if we are to avoid the ultimate recession or worse total collapse.

 

#4 - Business [and accounting] needs to listen to what the scientists are telling us. We must incorporate the knowledge around the Planetary Boundaries in the setting of priorities for solutions.

 

#5 - We need to consider whether current company reporting provides the right information for this radical transformation.

 

#6 - Sustainability performance needs to be integrated into strategy.

 

#7 - We must change the (accounting) rules of the game.

 

#8  - It is a revolution, a revolution of capitalism, not with the aim to overthrow it, but to improve it in a way that balances the economic, the natural and the social dimensions.


Monday, 31 December 2012

New Economic Order: David Korten


Is David Korten a pioneer of a new economic order? He was born in Longview, Washington in 1937 and was awarded an MBA and PhD from the Stanford University Graduate School of Business. He has taught on the Harvard Business School’s MBA and doctoral programmes. But he is far more exceptional than his brilliant academic career might indicate.

With David’s academic background and business know-how, conventional wisdom might have thought it likely that he would be a leader of some kind: perhaps a man destined to improve the business performance of America. Conventional wisdom was indeed correct on this point - but it is very unlikely it would have foreseen the nature of the improvements that David would want to make:

“Wall Street generates money in astonishing quantities through accounting tricks, financial bubbles, and debt pyramids without producing anything of real value.”
                                                From Capitalism and the Common Good, David Korten, 2012.

If Wall Street (and other financial markets) do not produce anything of real value than the legitimacy of the whole financial sector is challenged. This would indeed herald a new economic order. But where do David’s ideas come from? Are they sound?
It could be argued that David’s early, post-Stanford career from 1959 was unduly influential upon his young and passionate mind. He devoted himself to setting up business schools in low-income countries such as Ethiopia. In the developing world, David would certainly have seen the struggles, hardships and pain that might have aroused his sympathy and turned him against the securities and comforts of the American establishment. But he chose this career with the poor overseas – something within him had already turned before he even left the USA.
There is no suggestion here that David was in any way a latent Marxist; though he would have witnessed the McCarthy communist accusations in the USA, that Second Red Scare of the early 1950’s. After all, David was a business-studies student throughout that period.
But whatever resource, insight, compassion, understanding or humanity the younger David possessed that set him upon his life’s path, his later career consolidated his views. For 15 years from the late 1970s, David lived in South-east Asia and served as a Ford Foundation project specialist then as an Asia regional advisor to the United States Agency for International Development (USAID). He came to understand the root causes of development failure in South-east Asia. He began to see that the economic policies of the developed world including the USA and the UK were themselves the cause of global environmental and social crises.
Perhaps David gets his ideas by experiencing life on the outside, as it were, of the existing economic order. He got to know the downside of existing economics but unlike the millions who suffer in silence, David had the knowledge and skills to seek a solution.
Wherever his ideas came from, David is now famous for promoting a new kind of economic order. In Capitalism and the Common Good 2011, a speech David gave at the University of Oregon, he identified two kinds of economy, the existing and the emerging as follows:

The Existing Economy
“The greed-driven, money-serving, corporate-ruled Wall Street Economy measures its success exclusively by the financial profits it generates for the already rich. It neither acknowledges nor accepts responsibility for the economic, social, environmental, and political devastation it leaves in its wake.”

The Emerging Economy
“The democratic, community-rooted, market-based, life-serving Main Street economies that ordinary people are rebuilding across the nation and around the world measure success by their contribution to securing adequate and meaningful livelihoods for everyone in a balanced relationship to nature.”

David’s Emerging Economy is based on common sense, business and economic knowledge, and wide experience. But is there necessarily something else that David possesses? After all, how many business leaders in the Existing Economy posses these self-same qualities and they do not recognise the need for fundamental economic change?

What is that something else that enables David to see a world that his fellows simple cannot see? After all, it is that something else which means that David can see a new kind of economic order emerging whilst others think he is, at the best, deluded.
Does that something else have to do with epistemes, the possibilities of knowledge? An episteme change would certainly explain why David can see a wholly different world from many of his contemporaries. It is in the nature of episteme change that those with old knowledge possibilities cannot deal with, cannot see and appreciate, the new (Foucault 1970).

Perhaps we are led to conclude that David Korten’s view of economics is a consequence of his open-mindedness: his innate ability to see changes for what they are, as they take place. If this is the case then he is liberated: he deals with fresh facts untrammelled by the economics of dogma.   

David Korten

References
Korten, D. (2011). Capitalism and the Common Good. USA: Living Economies Forum. Available at <http://livingeconomiesforum.org/From-Main-Street-to-Wall-Street> [Accessed December 2012].
Foucault, M. (1970). The Order of Things: An Archaeology of the Human Sciences. London: Routledge.

Thursday, 20 December 2012

Sustainable Business Model: Primal Accounting


The Primal business accounting system has the functionally accurate name of ‘‘Intrinsically Sustainability Implementation System’’ or ‘‘ISIS’’ for short, after the Egyptian Goddess of healing. This captures something of both the creative antiquity of accounting in the Primal episteme as well as Primal business goals.

However, because of the outline of the stakeholder information flows in the ISIS figure, it has been nick named ‘‘Cloverleaf.’’ A cloverleaf usually has a three-leaf pattern: if you find a  four-leaf pattern that is a rare find indeed and it is said to be very lucky.

ISIS, the four-leaf clover, has four kinds of information flow: Resource Flow, Resource Flow Impact, Stakeholder Participation and Ecological Resilience… see below.

Ref: ISD Book (2011), p. 294.
Resource Flow is an entity’s foundational information stream. It goes from left to right across the figure. It is the material and energy flows driven and caused by an enterprise and it proceeds from sources and suppliers, to process and products and then on to waste and customers’ flows. This information comes from Mass Balance or Material Flow Accounting (MFA).

Resource Flow Impact crosses the figure from bottom to top. It carries information about the impacts that the Resource Flow has on societies, the environment and ecosystems. This information has a cradle-to grave or Life Cycle Assessment (LCA) approach dealing with significant functions such as material sourcing and inward transportation, distribution, processes, customer-use and product final reuse or disposal.

Principal Stakeholder Participations outline the “Cloverleaf” in the figure. Less well defined, but no less important, stakeholders are represented in the area of the figure labelled “Human Community: Local, Global and Future.” This information is generated by stakeholder management activities.

Ecological Resilience is represented in the figure by the thick black line between the outer, containing ecosystem and the inner human community. Resilience is a measure of the capacity for systems to adapt and change. Information for this flow will typically be obtained from sources external to the entity such as the “Natural Value Initiative” (Fauna & Flora International and UNEP, 2010) or ecological footprint analysis (Footprint, 2012).

References

Fauna & Flora International, and UNEP. (2010). The Natural Value Initiative: Linking Shareholder and Natural Value. Cambridge: Fauna & Flora International. Available at <http://www.naturalvalueinitiative.
org/> [Accessed December 2010].

Footprint. (2012). Global Footprint. Global Footwork Network. <http://www.footprintnetwork.org/en/index.php/GFN/>  [Accessed December 2012].

ISD Book. (2011). Intrinsic Sustainable Development: epistemes, science, business and sustainability. World Scientific Press: Singapore.

Sunday, 16 December 2012

Sustainable Business Model: Recognising the Relations


A first step in developing a sustainable business model is being able to see business for what it is. If we conceive of a business in monetary terms - as monetary accounting and finance does - then we fail to recognise the rich set of non-monetary relations that are essential to maintaining a business.

In the past when businesses were conceived in only monetary terms and their success was measured crudely as extra money created, business managers and owners could become systematically blinded to the social and environmental harm their businesses caused. Back in 19th century Victorian England when the country was being industrialised, the negative social impact of business was so bad that Karl Marx dedicated his life to fight against business, the capitalists as he named them. Marx of course developed a political ideology to which China still adheres.

In our own times, businesses that do not recognise their social, environmental and ecological impacts are a major cause of unsustainable development. This is a well known fact. There are many initiatives that try and make businesses formally recognise more of the relations upon which their (and our) long-term survival depends - whether the managers and owners see the relations or not. These initiatives include: the Global Reporting Initiative, Environmental Management Accounting,  the UN Global Compact 2010-2012, KPMG Sustainability Reporting Guidelines, SustainAbility 2008 Guidelines and the growing number of sectoral reporting schemes in such as Mining and Metals, Food Processing, NGOs, Airports, Apparel & Footwear, Construction & Real Estate, Events, Logistics & Transportation, Media, Oils & Gas, and Telecommunications.

This approach is to be admired since it marks a potential sea-change in the way we assess and value business performance. However this approach does not get to the root cause of the problem. It does not provide an alternative conception of what business relations really are: instead this approach attempts to take the traditional narrow monetary concept of a business and add-on other relations. This creates many problems among which the question of boundaries is paramount.

If we do not provide a fresh core-concept of what a business really is and attempt to advance sustainability by reporting alone, then we loose sight of what the business boundaries are. This is an inevitable consequence which is analogous to trying to alter the direction airplanes take by looking at and reporting on their slipstreams.

What are the boundaries of business sustainability reporting?
(Van Wensen et al. 2011, p. 108)

Instead of “chasing tails” and trying to make the world more sustainable with reports alone, we can redefine a business at its core. We can rethink what we now know about business activity - and add back those relations that were not recognised in businesses 200 hundred years ago when their foundations were laid. We can now recognise that a business, any business, is part of complex social, environmental and ecological relations as well as economic; and we can redesign a business so that it does - as a matter of routine - add value to all these relations.

Reference

Van Wensen, K., Broer, W., Klein, J., and Knopf, J. (2011). “The State of play in Sustainability Reporting in the European Union.” CREM B.V. and Adelphi Consult., Brussels: European Union.



Thursday, 13 December 2012

Sustainable Business Models: A Working Concept


It took many years for the older boy and Greybeard to accept the implications of the transition to a new, Primal episteme. It took even longer for them to work out the implications of this change.

Hence as they sat with QC in a small boat crossing the sound from Helsinki in Finland to the island fortress of Suomenlinna, the reviews they gave of their work was actually the result of decades of difficult work. For example, the older boy had prepared graphic illustrations of some of the consequences for business of the transition to a Primal episteme. In the following figure, the older boy represents Modern companies with a bulldozer motif and Primal ones with a sailing dinghy.
Modern and Primal Business Models Illustrated
The ‘‘Bulldozer’’ company image captures the Modern episteme’s forceful, invasive institutional growth. Since such companies have defined their origins in their own terms, they cannot be anything else. Leaders, the ‘‘drivers,’’ of such companies need to learn only how the company works, its ‘‘mechanics.’’ Then they are obliged to develop the company by growing it and moving it forward as the distinct and separate entity that it is. In effect, this kind of management forces an understanding of companies and their roles onto the world. Much power is required so that this forceful act can overcome any social, environmental or ecological resistance as well as constraints on company
growth.

Hence the desired direction in which the ‘‘Bulldozer’’ company heads is determined by the internal functions of the company itself. This is still the standard model in existing Modern business as far as you may judge from the content of books in mainstream management schools, where businesses appear to operate in social and ecological vacuums.

In contrast, the ‘‘Dinghy’’ company is vulnerable and far out at sea; this is a company operating in the Primal episteme. In this image, the fate of the company is uncertain and dependent on factors external to the company (as winds, tides, currents and weather in the illustration). To direct this kind of company, knowledge of its constitution and capabilities is certainly essential; but just as essential are the diverse crafts, skills, knowledge and needs that staff possesses or may acquire for harnessing multi-sourced extrinsic energy and materials together with knowledge and experience of the external systems and forces that contribute to the being and becoming of the company.

The desired direction in which the ‘‘Dinghy’’ company then heads is hence to be determined by collective personal, social, and ecological knowledge, needs, capabilities and potentials in addition to the company’s own. In this way, the reality that ‘‘Dinghy’’ companies create seeks to be as close as possible to what is known of the ways the company intervenes in existence; it is no longer the imposition of a company-made reality onto different worlds.

Sunday, 9 December 2012

The Emerging World


By changing the foundation for knowledge, we change knowledge of the world in which we live…. This is as good as changing the world itself.

Whilst it is easy to write and understand how the world may change in this way; it is not at all easy to live through such a change. The reason why this is so difficult is because we have so much knowledge and understanding derived from the old world. It is not so much the big ideas that we find difficult to change: it is the small, everyday, assumptions that we hold to be true about our world and about ourselves that keep us embedded at heart in the old world.

Children may be more easily introduced to the new world – indeed children always enter a new world, one of our and their creation. Students too may vigorously enquire and challenge the world in which they are growing intellectually. But nonetheless the established world, the world that is embedded in existing institutions, practices, cultures and beliefs is hard to displace.

In the ISD book (Intrinsic Sustainable Development, World Scientific Press, 2011) the two main characters take a life-time to leave the old world and discover a little about the new. The book is in this way a journey through knowledge; it is also a journey through the physical world. In the following extract from the book these two characters, the older boy and Grey Beard, are in Helsinki, Finland. They take the 14.10 ferry from the jetty at Skatuddskajen to the island fortress of Suomenlinna, a world heritage site.


“The Older Boy had Diagrams
In the plastic sleeves that now lay inside the cases of QC and Grey Beard were a series of diagrams and notes. They had been taken directly from teaching material that the older boy had used to illustrate the development of the Primal episteme and its consequences to management and accounting undergraduates.

In Figure 1 the older boy had wanted to show something of ‘Worlds in Transition’. He used this diagram to provide a basis for discussions. It was based on Venn diagrams in which the area occupied by an item was representative of the importance of that item.


Adapted Venn diagrams showing how the world of business is changing


The first part of Figure 1 shows the Inherited Business World in which an important, white businessman (for the older boy also intended to draw attention to the dominance of males in establishing traditional business practice) in a large, hence important, self-made area. The Natural World is located at a distance — quite separate from the Inherited Business world. The area of the traditional business world has a regular, formal shape to represent a little of its assumed certainty and control.

The second part of Figure 1 shows the Business and Environment World in which we currently live. The Natural World has here grown in importance but it has been transformed into the Environment. It overlaps the Business World in the small oval of environmental economics and business but much of the Inherited Business World remains unaffected.

The third part of Figure 1 shows the older boy’s vision of the emerging world of Primal Business in an Economic Ecology. Here, the Business World has been embedded in the ecosystem and the areas defined by all worlds have become uncertain and irregular. In this
part, the older boy introduced non-whites and females to represent increasing diversity of participants and the end of the dominance of the white businessman.”

The emerging world is based on the scientific knowledge that we now possess. This knowledge is very different from that which was available when the old world was established. It is time to move on.